Home Instead Worthing and Steyning Also known as Home Instead

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led - this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last assessment we rated this key question Good. At this assessment, the rating has remained Good.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.Leaders and staff demonstrated a clear understanding of the provider’s values and how these were applied in practice. Staff described a person-centred approach which focused on respecting people’s choices, preferences and individual needs. The culture of the service was open and inclusive, with staff working collaboratively to meet people’s needs.The provider engaged with people, relatives and professionals to understand people’s experiences and adapt support accordingly. Feedback showed people and relatives felt able to contact the office team and were listened to, which supported a culture of transparency and responsiveness.
 

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. There was a clear leadership structure in place, with defined roles and responsibilities across the management team. Systems were in place to support staff development, which ensured they were supported to carry out their roles safely and effectively.Staff spoke positively about the support they received from leaders. They described a culture where they felt valued and able to seek guidance when needed. One staff member told us, “I feel valued, appreciated and supported.”
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.The provider promoted a culture where staff felt able to raise concerns and speak up. Whistleblowing processes were in place and there were clear arrangements for escalating concerns. Staff understood the processes and were confident to raise concerns. One staff said, “If I had a concern, I would know how raise it.” Staff told us they would feel confident to raise whistleblowing concerns about poor practice, including concerns relating to colleagues or leaders, and were assured these would be acted on appropriately. This demonstrated there was an open culture where staff felt able to speak up and trusted leaders to respond.
 

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.The provider promoted an inclusive working environment where staff were treated with dignity and respect. Recruitment processes supported equitable treatment, and records demonstrated consideration of staff experience, background and suitability for their roles. Induction processes ensured staff were introduced to key policies and expectations, supporting consistent and respectful care delivery. Staff received training in equality, diversity and inclusion and understood how this applied in practice. Leaders sought staff feedback through surveys, meetings and regular engagement activities and used this information to understand staff experiences and support improvement. Leaders also supported staff through flexible working arrangements and responsive workforce planning. This helped ensure staff needs were considered, which contributed to a stable workforce and continuity of care for people.

The provider had clear responsibilities, roles, systems of accountability and good governance. They acted on the best information about risk, performance and outcomes and shared this securely with others when appropriate.The provider had effective systems in place to monitor the quality and safety of the service. Audits, monitoring processes and governance systems were used to review care delivery, identify themes, monitor risks and support improvement. These supported leaders to maintain oversight and ensure safe and consistent care. Where required, actions were taken to address findings and support ongoing improvement.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.Leaders and staff told us they worked in partnership with health and social care professionals to ensure good outcomes for people. The provider had processes in place to ensure referrals were made to partners to support joined-up working. The provider also engaged with local community groups and dementia-focused initiatives, which supported partnership working within the local community. Professionals described a positive and responsive approach to partnership working. One professional told us, “Collaboration has been consistently positive, with a clear culture of openness, responsiveness and improvement.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.The provider used audits, incident reviews, feedback and governance processes to identify themes, risks and areas for improvement. This included medicines audits, complaints and accident trend monitoring, self-audit and clinical governance tracking. Leaders acted in response to findings, monitored trends and shared learning across the organisation. One staff member told us, “They are shared with everyone to make everyone aware of what has happened, so no one makes the same mistake.” This was used to improve outcomes for people